chap 11 international hrm.ppt

7/30/2019 Chap 11 International HRM.ppt

1/24

CHAPTER- 11INTERNATIONAL HUMAN

RESOURCE MANAGEMENT


2/24

Definition of IHRM

International human resource management ismanaging and developing human resources ofmultinational enterprises to make the

organisation compatible and sustaining in theglobal market.

Types of International Employees

Expatriate employees come from other thanhost country.

- Expatriates coming from parent firms homecountry is Home country nationals.


3/24

Continues

- Expatriates coming from neither the home country,nor from the host country but from any third country iscalled Third country nationals.

Host country employees . Inpatriate employees coming from other countries

and working in the parent company at the homecountry.

Flexpatriate employeeswho are sent on frequentshort-term international assignment.

International or Global Cadre/employees who are

experts in international assignments.


4/24

Multinational Managers

Expatriates vs Host Country

The decision is taken on the basis of companys

multinational strategy.

Transnational strategy suggests for employingmangers anywhere of the world.

Multidomestic strategy suggests for either localor expatriate managers.

Management team generally is formed with bothlocal nationals and expatriates.


5/24

Success of Expatriate Managers

Researches show that the failure rate of USexpatriates is ranging from 10-40 percent(Ashamalla, 1998) and other study shows 83

percent of companies surveyed experiencedexpatriate failure ( McFarland, 2006).

A recent study reveals that 21 percent of

companies surveyed had expatriates leave in themiddle of their international assignments(Business Wire,2006).


6/24

Reasons for Expatriate Failure

Individual Reasons

- Personality of the manager.

- Lack of technical proficiency. -No motivation for international assignment.

Family Reasons

-Spouse or family members fail to adapt to localculture or environment.

Family members or spouses do not want to be

there.


7/24

Continues

Cultural Reasons

- Manager fails to adapt to local culture orenvironment.

- Mangers fail to develop relationship with keypeople in the new country.

Organisational Reasons

-Excess of difficult responsibilities ofinternational assignment.

- Failure to provide cultural training and other

important pre-assignment training.


8/24

Continues

- Failure of company to pick the right peoplefor the job.

- Companys failure to provide the technicalsupport domestic managers are used to.

- Failure of company to consider gender equitywhen consider candidates.


9/24

Expatriate Manager Selection-Key

Success Factors

Technical and managerial skills.

Personality traits.

Relational ability. Family situation.

Stress tolerance

Language ability. Emotional intelligence.


10/24


11/24


12/24


13/24


14/24


15/24


16/24


17/24


18/24


19/24


20/24


21/24


22/24


23/24


24/24

chap 11 international hrm.ppt

Documents